How to organize for local resource generation?
Introduction
This research paper tried to answer two research questions about the prerequisites to obtain decentralized generation sources and as to whether decentralized generation of resources is a possible way to obtain sustainability in the modern world. The aim of this paper is to describe how to organize for generation and regeneration. It also focuses on the management of generative resources when they are used like human capacities such as skill, creativity, knowledge, and trust (Moldaschl, 2002) that are beneficial to organizations pharmacy districts, and the stakeholders which are the owner and the customers. This paper concludes that sustainability based upon centralization may not be applicable in most modern work life where sustainability is measured as growth in both efficiency and customer satisfaction.
The complex adaptive systems theory is the theoretical basis for this paper. This has three requirements for sustainable decentralized resource production which are the worker’s autonomy, workers integration in the organization, and demands on increased fitness. This explains that high degree of integration and low degree of autonomy yield ordered and stable production but adaptation and creativity will be a problem. If given autonomy but not integrated the opposite will occur. Integrated autonomy as a complex system of different kinds is used by companies and these indicates sign of concerted control. This theory also proposes that in order for dynamics to develop an individual must adapt their actions to fit in the system.
Likewise this paper proved these two hypotheses that 1) decentralized generation of resources ocuurs in complex organizations are integrated in the organization and a need to change the organization toward increased fitness and 2) organizations with decentralized geberation of resources exist and are sutainable.
The cases included in this study are the two main groups namely : Apoteket Halsa and pharmacy districts which is further subdivided into the district with team organization , district with integrated organization, district with learning organization, and ordinary district.
Apoteket Halsa (Pharmacy Health)has 800 pharmacies in Sweden with 10000 employees with the district manager as the first line manager having 70 employees. There is no supervisor overseeing each pharmacy. This system utilizes more of integrated autonomy.
Pharmacy districts has four types of districts which are district with team organization which has 73 employees in 5 pharmacies; , district with integrated organization has 43 employees in five pharmacies; district with learning organization has 56 employees in four pharmacies, and ordinary district which has 82 employees in 8 pharmacies.
To come up with results this study made us of the complex adaptive systems theory which believes that sustainable decentralized production is dependent upon interaction and it deals with the emergence of structures and resources in interaction between autonomous and integrated actors (Marion, 1999). It also meant to be Nature’s way of reaching sustainability (Cohen and Steward, 1994). It studies four different pharmacy- districts each with a different organizational solution. Three sources of data are used which are interviews with four pharmacy-district managers; a questionnaire to all employees; and a balanced scorecard of the company.
The researcher found out that among prerequisites for sustainability through decentralized generation such as autonomy , integration, and leadership ; districts with the learning organization has the best pre-requisites among the four. In terms of existence of resource generation and sustainability and efficiency, the learning organization has the top scores while the ordinary organization has the lowest score. All four districts was about the same in the first two years after the organizational renewal of Apoteket AB with an increased efficiency for all districts in the third year with the exception of the ordinary districts which maintained the same efficiency. In summary two of the districts may have reached an unbalance on the system level between autonomy and integration. The other two districts have similar scores of medium for both autonomy and feeling of integration. One of the balanced districts has also a manger focusing bottom-up change process. The district has both the strongest resource generation and a leading position in increasing efficiency and customer satisfaction, thus achieving sustainability.
The research concludes that pre-requisites such autonomy, integration, and urge for fitness must be formed by managers and are deemed important as well as balance system level when it comes to integration and autonomy. There is also a positive response among the districts as to whether decentralized generation of resources is possible to achieve sustainability in the modern work life. Though customer satisfaction is unclear some at least two of the three districts showed good development which indicates sustainability.
How to organize for local resource generation?
Introduction
This research paper tried to answer two research questions about the prerequisites to obtain decentralized generation sources and as to whether decentralized generation of resources is a possible way to obtain sustainability in the modern world. The aim of this paper is to describe how to organize for generation and regeneration. It also focuses on the management of generative resources when they are used like human capacities such as skill, creativity, knowledge, and trust (Moldaschl, 2002) that are beneficial to organizations pharmacy districts, and the stakeholders which are the owner and the customers. This paper concludes that sustainability based upon centralization may not be applicable in most modern work life where sustainability is measured as growth in both efficiency and customer satisfaction.
The complex adaptive systems theory is the theoretical basis for this paper. This has three requirements for sustainable decentralized resource production which are the worker’s autonomy, workers integration in the organization, and demands on increased fitness. This explains that high degree of integration and low degree of autonomy yield ordered and stable production but adaptation and creativity will be a problem. If given autonomy but not integrated the opposite will occur. Integrated autonomy as a complex system of different kinds is used by companies and these indicates sign of concerted control. This theory also proposes that in order for dynamics to develop an individual must adapt their actions to fit in the system.
Likewise this paper proved these two hypotheses that 1) decentralized generation of resources ocuurs in complex organizations are integrated in the organization and a need to change the organization toward increased fitness and 2) organizations with decentralized geberation of resources exist and are sutainable.
The cases included in this study are the two main groups namely : Apoteket Halsa and pharmacy districts which is further subdivided into the district with team organization , district with integrated organization, district with learning organization, and ordinary district.
Apoteket Halsa (Pharmacy Health)has 800 pharmacies in Sweden with 10000 employees with the district manager as the first line manager having 70 employees. There is no supervisor overseeing each pharmacy. This system utilizes more of integrated autonomy.
Pharmacy districts has four types of districts which are district with team organization which has 73 employees in 5 pharmacies; , district with integrated organization has 43 employees in five pharmacies; district with learning organization has 56 employees in four pharmacies, and ordinary district which has 82 employees in 8 pharmacies.
To come up with results this study made us of the complex adaptive systems theory which believes that sustainable decentralized production is dependent upon interaction and it deals with the emergence of structures and resources in interaction between autonomous and integrated actors (Marion, 1999). It also meant to be Nature’s way of reaching sustainability (Cohen and Steward, 1994). It studies four different pharmacy- districts each with a different organizational solution. Three sources of data are used which are interviews with four pharmacy-district managers; a questionnaire to all employees; and a balanced scorecard of the company.
The researcher found out that among prerequisites for sustainability through decentralized generation such as autonomy , integration, and leadership ; districts with the learning organization has the best pre-requisites among the four. In terms of existence of resource generation and sustainability and efficiency, the learning organization has the top scores while the ordinary organization has the lowest score. All four districts was about the same in the first two years after the organizational renewal of Apoteket AB with an increased efficiency for all districts in the third year with the exception of the ordinary districts which maintained the same efficiency. In summary two of the districts may have reached an unbalance on the system level between autonomy and integration. The other two districts have similar scores of medium for both autonomy and feeling of integration. One of the balanced districts has also a manger focusing bottom-up change process. The district has both the strongest resource generation and a leading position in increasing efficiency and customer satisfaction, thus achieving sustainability.
The research concludes that pre-requisites such autonomy, integration, and urge for fitness must be formed by managers and are deemed important as well as balance system level when it comes to integration and autonomy. There is also a positive response among the districts as to whether decentralized generation of resources is possible to achieve sustainability in the modern work life. Though customer satisfaction is unclear some at least two of the three districts showed good development which indicates sustainability.
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